North Bristol SusCom

1. Travel Behaviour Change Pilots North Bristol SusCom Benjamin Buckby, Senior Change Practitioner benjamin.buckby@icecreates.com 0151 666 7221 | 07740 252140 Richard Forshaw, Executive Director richard.forshaw@icecreates.com 0117 911 3619 | 07540 412304

2. Contents Recap on essentials to travel behaviour change Update on pilots – NHS Blood and Transplant, UWE and Airbus

3. Why behaviour change? • "Build it and they will come" – wishful thinking • To increase uptake and influence mode choice behaviour, first need to understand your target audience • In-depth insight into their values, beliefs, attitudes, motivations, environment, wider lifestyle and time-space geographies

4. A mind shift Move from… to… “What’s up with thesepeople that they don’t understand?” “What’s up with us that we don’t understand these people?”

5. A mind shift • The wrong question: “How do we tell people what to do?” • “It would be easy to give the public information and hope they change behaviour, but we know that doesn’t work… Otherwise none of us would be obese, none of us would be obese, none of us would smoke, and none of us would drive like lunatics.” • Iain Potter, Chief Executive of the New Zealand Health Sponsorship Council

6. Predictably irrational behaviour • Traditional transport planning and modelling assumes travel behaviour is based on rational choice and utility maximisation • C = IVT + OVT + OPC

7. Predictably irrational behaviour • However, wider behavioural determinants and economics at play: • Attitudes • Perceived social norms • Personal and moral norms • Self-efficacy • Autonomy • Habit • Procrastination • Heuristics and mental shortcuts • Hyperbolic discounting • Loss aversion • And so on…

8. In-depth audience insight Behaviour External – conscious mind Attitudes Beliefs Internal – subconscious mind Values Identity • Quantitative and qualitative research methods, e.g. focus groups, staff travel surveys and video diaries, ethnographies, participant observation, journey mapping, etc.

9. Intervention mapping and design • Based on in-depth audience insight, co-creative thinking and proven behavioural and social science • Tailor-made to your target audience – avoid turning off others

10. Travel behaviour change pilots • Working with Airbus, UWE and NHS Blood and Transplant • Each with different target audiences, problem behaviours, existing insight, available travel choices, working practices, etc. • Project initiation and scoping phase with UWE and NHSBT • Initial desktop research and insight, ideation, strategic planning and creative concepts with Airbus

11. Airbus • Project plan • Project initiation and scoping • Initial desktop research and insight • Ideation • Stakeholder mapping and engagement • In-depth audience insight and co-creation • Analysis and intervention design • Strategic planning and recommendations • Implementation

12. Airbus • Desktop research of existing relevant data, including travel plan, staff travel surveys, car parking permit policy, accessibility mapping, etc. • Identify and prioritise target markets with the greatest potential for change – “In the next 6 months, would you consider using any of the following…?”

13. Airbus • Postcode mapping shows high concentrations and clusters of staff – favourable to car sharing • In October 2012, over three-fifths (61%) of staff indicated that they ‘would be prepared to car share’ • In March 2013, almost a quarter (24.2%) of staff they would consider car sharing to work ‘in the next 6 months’ • Interventions already in place: priority parking spaces for car sharing, guaranteed ‘get you home’ scheme, Liftshare.com, pool cars for business travel

14. Airbus • Flexitime, overtime and trip-chaining act as barriers for many staff • The term ‘car sharing’ is seen to over-formalise and complicate what is essentially a simple gesture – sharing a lift to work now and again • Unnerving, uneasy and awkward prospect of a ‘blind date’ • Hesitant to enter into what is often perceived to be a binding daily commitment and obligation – fear of losing flexibility • “Car sharing limits flexibility… I like the flexibility of being able to stay at work for extra time to finish a task when necessary; or leave earlier than I originally planned.” • “Not car share because of unreliable others. Have in the past been let down or had to wait.” • “I have been car sharing for nearly 6 months. But due to frequent business travels, it was difficult to manage our regular commute.”

15. Airbus • Most car sharing takes place on an informal, ad-hoc basis betweenclose colleagues and friends • Strategy largely based on three proven social science determinants: • Perceived benefits (fun) – ‘points mean prizes’ via mobile app leaderboard • Social norms (popular) – making car sharing more visible to others and the fear of ‘missing out’ (normative social influence) • Self-efficacy (easy) – demystify and reposition ‘car sharing’ as a simple gesture of sharing a lift now and again with a friendly, familiar face • Gamification – generates a sense of competition among colleagues, inevitably increasing uptake and, in turn, visibility – a virtuous cycle

16. Airbus • What next? • Engagement with corporate communications dept. • In-depth focus groups with target audience to generate additional qualitative insight and co-create interventions • Provides a sense of ownership, empowerment and engagement • Analysis and intervention design • Strategic planning and recommendations to take forward